(This is the sixth blog message in a series of eight. A new dynamic series entitled, “Irrefutable Career Truths” will follow completion of this series.)

The obvious key to any successful “executive-based” hiring is being able to attract an adequate number of well-qualified candidates to the search process. Unfortunately, however, roughly 75% of all executive-based hirings within the nation’s small business community fail within the first year of employment because, in effect, weak candidate pools limited the opportunity to hire effectively.

The Great Search Myth

It is a widespread belief that the more candidates attracted to a job search the better; i.e., the more the merrier because quantity will ensure quality. Nothing could be further from the truth because the facts are that quality candidates stay far away from “cattle call” job searches because their unique qualifications will get lost within a massive evaluation process. But at the same time, less experienced candidates flock to these same “open-ended” search initiatives.

The net result of “invite the world” candidate solicitations is that from 75 to 100+ applications are generally received with the following percentage breakdown: “A” candidates – 0%; “B” candidates -15%; “C” candidates – 60%; “D” candidates – 25%. With this mix, it is virtually guaranteed that a mid-quality level candidate will be hired who will fail sooner rather than later. Accordingly, a “vanilla” job ad (see below) feeds into the “cattle call” theme and should be avoided.

Conversely, a more definitive job ad (see below) will encourage quality candidates to apply, while at the same time discouraging weaker candidates from applying. (Superintendents should remember this concept when applying for future jobs.)

Using the “job qualifications” and “job description” profiles (a primary reason why each was prepared) within the above job ad illustrates the unique appeal/challenge of the job that will, accordingly, turn quality candidates on to what is likely to be perceived as a career-advancing opportunity with the following likely results: +/- eight applications received with a probable quality breakdown of two “A+” candidates, two “A-“ candidates and four “B+” candidates.

There can be no greater way of illustrating where “less is more” than within the above scenario, which virtually guarantees attracting well-qualified candidates to fill the position of chapter Executive Director. Inexperienced Search Committees generally believe that attracting so few candidates undermines the search process, where in reality, this is the optimum desired result provided quality candidates are drawn to the search process.

Where should job ads be placed? Obviously, in local newspapers; then, in regional golf magazines; and finally, in the Wall Street Journal, which is now published throughout the country and is an important outlet because close to retiring executives and retired military peruse this paper routinely looking for special employment opportunities.

(Next week’s blog message will address the following matters: the candidate interview process; Executive Director funding; chapter-wide legal counseling; and outreach programming.)

(This is the fifth blog message (which expands last week’s Executive Director “qualifications profile” into this week’s job description – see below) in a series of nine that will address the concept of expanding chapter service to better provide for its members.)

The only place the “battle” for fair and secure employment can be fought and won is at the regional (chapter) level because only here do the country’s golf course administrations directly interface with the world of the golf course superintendent. The key to unlocking this “treasure trove” lies in chapters engaging qualified Executive Directors as defined within the following job description.

MODEL JOB DESCRIPTION
CHAPTER EXECUTIVE DIRECTOR

Nature and Scope

The Executive Director shall serve as the chapter COO engaged, presumably, as an independent contractor to avoid the legal entanglements of an employer-employee relationship. As the representative of the chapter, the Executive Director shall have a neat appearance in person and dress, demonstrate an enthusiastic approach to his/her work, be familiar with the private golf club environment, be an effective public speaker and publication writer and play golf with an approved USGA handicap.

General Chapter Duties & Responsibilities

The Executive Director: shall contribute to policy-making and execute decisions made by the Board of Directors; shall be responsible for the administration of the chapter (through existing staff when available); shall generate and diversify funding to meet chapter operational needs; shall establish an effective member outreach program; and shall promote the game of golf, the chapter’s mission and the golf course superintendent’s unique role within the Game.

Long Range Planning

Primary employment-based responsibilities of the Executive Director shall be: (i) to establish a Long Range Planning component within the chapter committee structure: (ii) to ensure that the private business sector is adequately represented within this committee; (iii) to educate the regional golf community and golf course administrations through article writing, educational forum appearances and chapter web site commentary to the core employment issues that directly impact the job security of golf course superintendents; and (iv) to conduct annual surveys, publish and data base store annual survey results that will educate the regional golf community about member compensation, employment and budgetary issues.

A follow-up responsibility of the Executive Director shall be to establish an “Employment Oversight” subcommittee within the Long Range Planning committee structure that would commit to establishing an effective on-going liaison between the chapter and regional golf course search and green committees for the purpose of reaching mutual agreement relative to the concept of standardized hiring/firing criteria that would be: (i) reviewable between employers and the subcommittee when a superintendent lost a job; and (ii) subject to mandatory arbitration should an impasse prevent fair settlement through discussion.

Legal Counseling

The Executive Director shall ensure: (i) that annual attorney-supported employment issue workshops are scheduled to brief members re: the intricacies and pitfalls of contract negotiations; (ii) that legally approved model employment contracts are made available to the membership; and (iii) that a list of affordable attorneys is made available to members with a limited need to review employment (not major litigation) issues.

Educational Programming

The Executive Director shall ensure that diverse timely educational programming is made available: (i) to chapter members to include workshops focusing on cutting edge industry initiatives; and the development of staff job descriptions, career web sites and crew training programming; and (ii) to close the educational gap that exists between the professional and lay elements of the regional golf community.

Communications

The Executive Director shall (in due course): phase in the conversion of chapter communications from hard copy (newsletter, member directory, event notices and registration, etc.) to a paperless electronic format, including the maintenance of an effective chapter web site.

* * * * *

Because chapters will get only one time at bat when hiring an Executive Director where mistakes can come easily, be expensive and set chapter operations back for a decade – they are encouraged to move slowly, plan thoroughly, seek outside counseling and not hurry into a mistake they would regret indefinitely.

The next few weeks’ blog messages will: (i) advise chapters how to find, interview, train and pay for solid Executive Director personnel; and (ii) reflect members’ suggestions as to how GCSAA might best support chapter operations.

(This is the fourth blog message in a series of nine that will address the concept of expanding chapter service to better provide for its members.)

The fundamental issue every chapter must face in today’s world is that its management team (Board and committee structure) is virtually void of private sector business experience in an era where private sector experience is essential to overcoming the repercussions of a bad economy.

Consequently, critical employment issues go unattended to the point where now: (i) chapter membership roles steadily decline; (ii) the best and most experienced superintendents are losing their jobs; (iii) fewer and fewer (less than 20%) superintendents are granted access to written contracts; and (iv) course employers more aggressively and summarily dismiss and often abuse golf course superintendents on the way out of jobs. Clearly, it is time to draw a line in the sand.

Because the concept of a chapter Executive Director is the most effective and timely way to introduce private sector management expertise into the chapter world, the following profile is intended to educate chapter leadership and members to what specific qualifications a competent candidate for chapter Executive Director should have:

Imagine what an across the board impact a qualified Executive Director would have on chapter operations! The sky is the limit. I understand that this is hard to comprehend because there is no precedent for this.

However, many might conclude after reviewing the above qualifications that the chances of a chapter (big or small) hiring an individual with the above credentials are quite remote; i.e., a “pie in the sky” situation. Fortunately, this is not the case because such qualified people are available at affordable compensation levels – especially in this economy. Don’t settle for less.

Immediately following blog messages will advise chapters how to find, interview, train and pay for solid Executive Director personnel. Stay tuned.